Neha Bhakta Aramark Dietetic Internship

 Provides the intern an opportunity to develop a business plan aimed at the implementation of in a retail setting.  Includes:  Exploration of company  Market analysis  Promotional event concept  Financial planning  Strategy and implementation

 OUR VALUES We operate on these principles:  Integrity. Being completely honest in everything we do is the basis of our actions.  Valuing People. Taking care of people, including patients and employees, is the reason we exist.  Excellence. Striving to enhance high quality is our constant pursuit.  Goal Orientation. Focusing on what we want to achieve helps us design the best way to realize our vision.  Stewardship. Caring for St. Luke’s on behalf of the Episcopal Diocese of Texas.  Caring for the whole person - mind, body, and spirit

 “Our mission is to Deliver Experiences that Enrich and Nourish Lives”  As a company Aramark has five focus areas:  Consumers  Clients  Employees  Shareholders  Communities in which we work and live.

 Aramark has been partnered with St. Luke’s Medical Center for past 3 years.  Aramark delivers innovative services in food, facilities, management and uniforms while providing award-winning services to healthcare institutions, universities, school districts, stadiums, arenas, and businesses in 22 countries around the world.  Aramark is a leader in a large and growing market and provides high- quality services with safety, quality and services excellence as core values.  Aramark was recognized in FORTUNE magazine as one of the “World’s Most Admired Companies” in  Aramark has consistently been ranked as one of the top 3 most admired companies in the industry.

 Dedicated "to the glory of God and the service of mankind," St. Luke’s Episcopal Hospital opened in 1954  St. Luke’s soon made headlines with such milestones as the first successful heart transplantation in 1968 and the first artificial heart implantation in 1969  Currently St. Luke's Episcopal Hospital is a 711-bed general medical and surgical facility

 Primary Goal : Increase sales of the $6.49 promotional meal by 10% compared to the sales of the previous Thursday and Friday sales  Objectives:  Increase average customer check by 5% from previous week. Thursday from $5.54 to $5.82 and Friday from $5.85 to $6.15  Increase the average net sales of the previous week by 5%. Thursday from $14, to $15, and Friday from $13, to $14,399.90

 Competitive local business include:  McDonalds  Methodist Cafeteria  Chipotle Mexican Grill  Salada Extravaganza  Subway  Chick-Fil-A  Wan Fu  Pizza Hut  Trevisio

 Price:  44% of respondents state they spend $8.00 or more at off- site establishments.

PositiveNegative External Factors Strengths  Offers variety (choices of hot entrees, soups, salads, burgers, wraps, and sandwiches)  Location (within the hospital)  Pricing (lower than competitors)  Good management  Customer loyalty  Fresh home made meals  Payment system (offers credit/debit cards, and payroll deductable)  Large seating area  Friendly staff  Technological efficiency (use of computer systems)  Offer portable packaging and bags for take out  Hospital employee discount Weaknesses  Poor visibility/location (located on level B1-basement)  Access to café (small signs with multiple hallways- confusing if not familiar with hospital)  Competitive susceptibility  Same cycle menu each week on hot line  Customer retention (potential customers leave without finding anything) Internal Factors Opportunities  Improvement in marketing  Changing customer tastes (survey customers and respond to it by making changes)  Additional station (BBQ station) Threats  Competition serving food at lower cost  Financial resources may become limited  Decreasing profit- raw food prices increase  Hospital employees bringing meals from home  Changes in Economy  New restaurants within walking distance from hospital

 According to the Customer Survey  64% of the customers are between ages years old  Medical professionals or administrative staff members  Customers are craving healthy but fast and convenient meals  65 % of customers report 30 minute lunch breaks

 Today’s customers:  More mindful of health  Expect high quality meals as well as a good value  More daring- try new or different food.  Convenient

Product Ready to go “Grab & Go” 30 minute lunch break Healthy Flavorful and different Place Bertner Café Grab & Go meals locations: entrance of café Convenience: located next to drinks and register for easy check out Price Grab & Go meal priced at $6.46 Good price for freshly prepared meal Considered a low priced meal according to Customer Survey (March, 2014) Promotion Flyers: elevators, Nurses lounge, & volunteer services Table tents in Bertner Café Word of mouth

 Analyzed sales of promotional item for previous week  Meals sold: 23  Goal:  Increase sales by 10% on March 20 th & 21 st  Sell at least 26 meals  Generate $ from meals

Production Retail Production manager: Peter Montalvo Purchasing: Gordon Law Purchasing: Gordon Law Prepared by: Carla Richards Prepared by: Carla Richards Retail Manager: Terri Maino Retail Manager: Terri Maino Retail staff Cashiers

 Refrigerator  Conventional oven  Hotel pans  Serving spoons/spoodles  Knives & Spatula  To-go plastic containers

 1 ciabatta roll  4 oz spoodle grilled salmon  1 oz spoodle cilantro slaw  2 oz spoodle cucumber slices  2 tablespoons caper mayonnaise  4 grinds of black pepper

 $ (cost of 50 meals)  Additional labor or marketing costs were not added for this event since the promotional event was accounted for into the monthly budget for Bertner Café retail  No additional costs were incurred for promotion other than the normal budget

Breakeven Analysis FC/ (SP-VC) = $15.45/ ($6.49-$4.29) = 7.02

23 Meals sold previous week 50 Meals sold during promotion + 27 Meals sold Primary Goal (met): Sell at least 26 meals

 Increase average customer check by 5 percent from previous week: (unmet)  Thursday  Goal: $5.54  $5.82  Actual: $5.54  $5.62  Friday  Goal: $5.85  $6.15  Actual: $5.85  $5.66

 Average net sales: (unmet)  Thursday  Goal: $14,  $15,  Actual: $14,  $14,  Friday  Goal: $13,  $14,  Actual: $13,  $13,196.61